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A
B
M
Thank
you
chair.
There
are
no
appeals
against
the
refusal
of
inspection
of
documents
under
gender
item.
Two
there's
no
exempt
information
agenda
item
three:
there
are
no
late
items
under
gender
item.
Four.
Could
I
asked
members
to
declare
any
interests
and
I'll
take
silence
as
there
are
none
under
gender
item
five?
There
are
no
apologies
chair.
Thank
you.
N
O
I'm
on
page
10,
item
36.
and
I
was
going
to
ask
if
it's
possible
to
have
a
demonstration
of
the
cash
tracing
facilities.
It's
about
putting
context
over
500
000
publishing
on
the
leads,
not
the
website,
but
the
the
sort
of
technical
side
of
the
council.
I
would
like
to
make
use
of
it
like
a
demonstration
of
how
you
do
it
and
how
you
get
the
data
efficiently.
A
A
Can
I
take
these
meetings
as
a
correct
record
of
the
meeting
held
last
time?
I'll
take
silence
as
a
yes
and
are
there
any
other
firms
matters
arising
other
than
the
ones
that
have
been
raised
by
Kate?
No
perfect
item
agenda
number
eight,
the
annual
Assurance
report
on
Financial
Planning
and
management
and
treasury
management.
I
think
this
is
you
Richard.
F
F
The
report
concludes
that
both
that,
for
both
financial
management
and
treasury
management,
the
arrangements
are
consistent
with
the
Chief
Financial
Officer
protocol
and
they're
up
to
date
and
fit
for
purpose.
However,
as
you
can
see
on
page
52,
there
are
some
opportunities
for
improvement
that
have
been
identified.
F
Equally,
there's
we
need
to
ensure
that
we
continue
to
monitor
compliance
with
the
arrangement
with
regard
to
com,
IR,
35
and
equally,
in
terms
of
the
making
sure
that
the
requirement
to
sit
for
codes
of
practice
relating
to
treasury
management
are
fully
implemented
and
compliant
with,
and,
finally,
that
internal
audit
recommendations
continually
received
tracked
and
implemented
to
review
and
refine
the
system
of
internal
control.
Thank
you
chair.
If
members
have
any
questions
to
ask
I'm
happy
to
take
any.
Thank
you.
A
Did
you
probably
eventually
one
quick
thing
out
right
just
in
terms
of
the
training
you've
mentioned
for
members,
can
we
make
sure
we
work
through
the
chief
whips
and
the
other
whips
offices
to
make
sure
that
members
are
required
to
attend,
rather
than
it
being
an
optional
bearing
in
mind
treasury
Capital
management
is
actually
at
the
heart
of
what
the
council
does
a
lot
of
work
around
so
I
think
that
conversation
needs
to
be
had
with
the
the
chief
whips.
If
that's
okay,
please
John.
O
Ask
page
19
chair
what
was
the
I
can't
work
out?
What's
what's
gone
wrong
here,
it's
reporting
that
the
alone
was
taken
out
for
too
much
money
I
think
has
two
larger
sum
for
the
lenses
alone.
I
am
completely
baffled
by
what's
what's
wrong
with
this
I'm,
just
wondering
if
you've
shed
some
light
on
it,
it's
paragraph
26.
E
Foreign,
thank
you
councilor.
It
relates
to
an
investment
we
were
making.
So
when
we
invest
money
with
counterparties,
there
are
a
series
of
different
credit
levels
and
we
have
different
limits
to
how
much
we
can
invest
with
counterparties
depending
on
their
credit
worthiness.
At
the
point
in
time,
the
credit
worthiness
can
change
from
day
to
day.
E
What's
happened
in
this
particular
case
was
we
were
making
an
investment
with
the
counterparty
we
hadn't
dealt
with
for
quite
some
time,
so
it
took
several
days
to
put
in
place
the
legal
documentation
in
order
to
make
the
investment
at
the
point
in
time
that
we
started
that
process.
The
credit
rating
that
particular
entity
would
have
allowed
us
to
invest
15
million
on
the
day
that
we
actually
finalized
the
deal.
The
limit
should
have
been
five
million,
so
we
should
only
have
invested
five
million.
We
actually
invested
15
million.
E
O
D
Yeah
thanks
very
much
just
a
few
very
quick
questions.
Paragraph
79
on
page
38
obviously
talks
about
the
number
of
budget
holders
we've
got.
Do
we
have
a
real
bus
system
in
place
where,
if
a
budget
holder
moves
job
takes
early
retirement
moves
out
of
that
post
to
to
plug
that
Gap
as
quickly
as
possible?
That's
the
first
question.
The
second
question
is
just
a
very
quick
clarification
on
paragraph
105
on
page
42..
D
It
talks
about
budget
monitoring,
Financial
Health
reports
being
presented
monthly
to
director
leadership
teams,
individual
executive
members,
executive
board
and
respective
scrutiny.
Committees
I'm,
not
sure
that
there
are
monthly
reports
to
scrutiny
boards
and
is
that
just
kind
of
loose
language
that
needs
timing
up
on
page
49,
there's
reference
to
the
new
civica
system
in
half
a
sentence,
but
I
understand
that
this
is
causing
quite
a
lot
of
problems
in
terms
of
inputting
information,
making
payments
and
otherwise
gumming
up
the
system
and
I.
D
F
To
the
question,
just
in
terms
of
budget
holders,
that's
incumbent
on
the
individual
business
partner
teams
to
monitor
that
and
to
keep
that
up
to
date
to
make
sure
the
scenarios
you
just
described
your
summer
moves
job
or
their
responsibilities,
change
that
access
levels
are
appropriate
to
that.
In
addition,
we
also
have
an
integrative
Forum
which
I
chair
each
month,
different
directorate
business
partner
team
come
to
us
and
as
part
of
that,
we
review
access
levels,
what
their
access
rights
into.
F
It's
very
robust
in
terms
of
being
able
to
to
to
monitor
that
in
terms
of
the
Financial
Health
Report
I
mean
they
do
go
to
Executive
Board
monthly
I
want
to
go
on
to
scooty
whether
they
actually
go
at
every
single
mother,
whether
they're
tabled
every
month,
I'd
have
to
check,
but
the
certainly
the
intention
is
is
that
every
current
Financial
Health
Report
that
we
have
that
goes
to
executive
board
and
they
go
most
months.
The
intention
is
subsequently
they
do
go
to
scrutiny
as
well.
F
Yeah
there
was
it's.
Obviously,
the
new
system
went
in
I
think
it
went
in
in
last
year
and
there
was
just
a
number
of
issues
just
in
terms
of
just
making
sure
that
the
system
was
working
in
the
way
that
was
intended,
and
particularly
the
particular
issues
that
we
had
in
finance
of
just
connecting
with
just
some
of
our
subsystems
and
getting
the
information
through
and
getting
charges
through
that
was
identified
earlier.
F
A
L
Thanks
Paul
page
35
indicates
that
the
revised
codes
of
practice
call
for
a
more
intensive
and
frequent
training
of
those
tasked
with
the
oversight
of
treasury
management,
but
it
doesn't
look
like
it's
going
to
be
in
place
for
at
least
another
year
or
so,
and
I
just
wondered
if
that
was
a
satisfactory
State
of
Affairs.
Given
the
Current
financial
situation
on
page
45,
given
the
projected
gaps
in
the
general
fund
this
year,
and
next,
are
you
happy
with
the
council's
MRP
policy.
E
Just
in
terms
of
the
first
question
counselors
regards
training
for
treasury
management.
The
new
codes
are
a
bit
more
specific
in
terms
of
what
training
should
be
in
place
for
both
officers
and
members
and
we're
just
working
through
the
details
of
that
at
the
moments
and
we're
aiming
to
get
the
training
in
place
in
the
new
Financial
year.
So
hopefully,
before
the
23
24
year
starts
foreign.
F
Policy
we
take
that
to
council
each
year
and
also
is
subject
to
external
audit
scrutiny
as
well
as
part
of
their
annual
audit
and
and
any
issues
or
comments.
They
have
will
be
incorporated
into
reports
that
come
to
this
committee
I'm
not
aware.
There's
any
issues
with
regard
to
the
policy
Capital
Amendment,
Council,
Flynn,.
G
Yeah,
it
is
an
area
that,
as
Richard
said,
that
we
do
look
at
as
part
of
our
annual
audit
work.
We
did
raise
not
so
much
in
terms
of
the
overall
methodology
in
compliance
with
the
requirements
of
the
council's
MRP
policy,
but
members
may
recall
a
couple
of
years
ago.
We
did
raise
the
the
level
of
MRP
that
was
being
charged,
I.
Think
back
in
1920,
which,
as
a
proportion
of
your
Capital
financing
requirement,
was,
was
a
relatively
low
proportion.
G
But
we
are
aware
that
the
council
has
changed
in
terms
of
how
it
utilizes
its
capital
receipts
in
recent
years,
as
part
of
that
calculation
has
led
to
an
increased
level
of
MRP
being
charged
now
against
the
capital
financing
requirement.
So
what
we
typically
look
at
is
roughly
a
two
percent
of
of
your
Capital
financing
requirement.
Abroadly
equates
to
an
asset
life
of
50
years
and
that's
sort
of
a
benchmark
that
external
Auditors
look
at
in
the
first
instance.
G
Your
benchmark
is
your
charge
is
now
more
in
line
with
that
Benchmark
in
recent
years
than
perhaps
it
was
in
in
a
sort
of
a
couple
of
years
before
that,
but
it
will
remain
an
area
of
focus
for
external
Auditors
going
forward
and
it
will.
It
was
commented
on
in
our
vfm
report
that
came
to
this
committee
back
at
the
beginning
of
October.
A
K
Harrant,
thank
you.
These
are
all
both
supplementary
sense,
I'd
like
to
see
the
number
of
35
cases
as
well.
Please
the
point
about
how
many
are
outstanding
and
back
on
the
point
about
treasury
management.
Back
on
page
19.
that
John
raised
and
the
first
sentence
says
we
are
dear
to
the
governor's
framework.
K
Then
he
says
the
next
sentence
has
further
work
on
insurance.
Compliance
is
ongoing
with
full
and
compliance
sometime
in
22
24.
Now
are
we
fully
compliant?
If
we're
not?
What
are
the
gaps?
There's
more
than
just
this?
One
transaction
and
I
understand
that
about
things
like
that,
but
if
we
are
compliant
in
the
first
sentence,
then
we've
got
some
more
work
to
to
come
alive
in
the
second
sentence.
E
Counselor
some
the
new
codes
were
introduced
at
the
start
of
this
year
and
they
apply
from
23-24.
So
we
are
in
compliance
with
the
codes
that
we
are
required
to
be
confined
with
in
The
Current
financial
year.
The
new
codes,
the
the
main
changes,
are
to
do
with
additional
disclosures
that
we
will
have
to
make
in
and
the
frequency
of
Treasury
management
reporting,
as
well
as
the
training
that
we've
already
referred
to.
E
A
A
No,
so
does
the
committee
agree
the
recommendation
set
out
in
the
report
to
note
the
chief
officer
Financial
Services
assurance
that
a
in
the
respect
of
both
the
financial
management
and
treasury
management,
that
appropriate
systems
and
procedures
are
in
place
to
ensure
that
there
is
sound
financial
management
and
control
across
the
authority
and
B.
The
arrangements
set
out
in
the
chief
Finance
offices
protocol
have
been
complied
with.
I
will
take
silence
as
a
yes
unless
anyone
said
civilized.
P
The
table
illustrates
the
24
referrals
received
between
April
and
September
split
by
a
directorate
and
referral
type,
and
the
pie
chart
below
demonstrates
who
has
made
the
referral
as
requested
by
members.
In
a
previous
committee
meeting,
as
at
the
first
of
October,
there
were
21
referrals
being
investigated.
There
were
23
referrals
that
were
closed
in
the
period
and
the
table
shows
us
by
a
directorate
referral
type
and
the
outcomes.
P
P
The
next
section
of
the
report
goes
through
the
proactive
anti-fraud
work,
which
this
time
includes
work
of
the
welfare
and
benefits
service
who
have
commenced
a
proactive
data,
matching
exercise
reviewing
the
council
tax
support
payments
and
potential
Undeclared
earnings.
Today
this
has
identified
660
000,
which
has
been
added
back
to
council
tax
bills.
P
P
P
L
L
I
Just
just
a
very
quick
one
on
that
on
that
list
of
where
the
referrals
will
come
from
that
Council
Flynn
was
talking
to
there's
eight
others.
What
would
eight
others
be?
What
type
of
things
would
they
be
because
we've
got
internal
external
and
Anonymous
I
just
like
to
have
an
understanding
what
they
would
be.
I
A
Questions
or
comments
from
members
just
a
couple
of
quick
things
from
me
in
terms
of
comparatives.
Are
we
seeing
a
shift
in
fraud?
Are
we
seeing
more
fraud
than
we've
seen
before
our?
Are
we
getting
better
at
detecting
fraud,
and
particularly
within
directors
themselves,
obviously
you're
doing
a
lot
of
kind
of
external
work
from
the
order
and
copper
governance
perspective
are
anti-fraud
measures
being
implemented
on
the
directorate
level
and
what's
been
done
to
assure
that
it
if
they
are
being
that
they're
compliant
with
it
and
being
proactive
around
because
I
appreciate?
P
Yep,
thank
you,
Chad.
We
do
have
regular
liaison
meetings
with
other
Council
services
on
on
an
ongoing
basis,
and
we
also
have
regular
meetings
where
we
discuss
areas
such
as
the
proactive
work
that
they're
undertaking
in
their
directorate.
We
share
best
practice
and
ideas,
and
also
the
current
risks
within
the
different
directorates,
just
to
ensure
that
we've
got
a
joined
up
approach.
P
Should
be
aware
of
the
fraud
risks
because
we
do
have
that
joined
up
working
within
our
team.
We
are
also
developing
a
fraud
risk
assessment
for
use
within
the
director
it's
moving
forward,
so
that
should
highlight
the
key
fraud
risks
and
identify
any
opportunities
where
we
might
need
to
do
some
proactive
work.
K
P
Q
Councilor
I
really
appreciate
the
the
question.
As
you
know,
this
is
an
area
that
we
are
developing.
This
is
the
first
time
we've
included
such
details,
so
any
any
questions
around
this
area
are
very
valuable,
I'd
quite
happy
to
have
discussions
with
the
offline,
if
you
can
think
of
any
of
those
suggestions
as
well.
Thank
you.
A
Yeah
I
feel
it's
interesting.
Actually,
benchmarking
would
be
quite
a
useful
exercise.
We're
doing
other
parts
of
the
council
where
we
Benchmark
against
comparative
car
cities
and
similar
institutions,
so
I
think
that
Benchmark
and
to
kind
of
give
an
idea
of
where
we
are
bearing
man.
We
do
have
quite
a
sizable
housing
leads
as
well
Council
estate
in
terms
of
our
own
housing
provision.
Any
other
questions
from
members.
A
Okay,
so
moving
on
to
the
recommendation,
then,
does
the
committee
agree?
The
recommendation
is
set
out
in
the
report
to
a
receive
the
counter
fraud
update
covering
the
period
from
April
to
September
2022
in
appendix
a
and
note
the
work
undertaken
by
internal
audit
and
other
service
areas,
During
the
period
covered
by
the
report
and
B
and
Darth
the
anti-money
laundering
policy
and
anti-money
laundering
policy
on-page
appendix
B,
and
that
any
subsequent
manner
changes
are
approved
by
the
chief
officer
of
financial
services.
I
will
take
silence
as
approval
okay.
A
A
C
C
We
have
a
new
performance
structure
that
includes
a
set
of
indicators
that
underpin
the
best
city,
ambition
and
its
three
pillars.
We
have
a
set
of
organizational
inward
facing
performance
indicators
that
measure
how
on
track.
We
are
with
things
like
finance
and
the
workforce,
and
we
also
have
some
specially
tailored
indicators
that
scrutiny
board
chairs,
wish
to
have.
Oversight
of
and
I'll
cite
things
like.
The
number
of
killed
and
seriously
injured,
which
counts
the
trustwell,
is
a
particular
has
particular
interest
in.
C
We
still
report
performance
results
to
key
stakeholders
across
the
council
regularly,
so
that's
directorate
management
teams,
corporate
leadership
team
and
we're
intending
on
doing
an
annual
performance
report
to
our
executive
board
next
year,
but
as
with
any
Arrangements,
these
are
always
ongoing
and
that's
new
Council
strategies
developed
we'll
be
continually
reviewing
how
we
measure
performance
against
them.
So
it's
been
a
very
very
busy
year
for
our
performance,
Arrangements,
there's
still
more
that
we
need
to
do
as
we
start
to
embed
the
new
performance
indicator
results
and
how
we
present
them.
D
Thanks
chair
are
coming
to
no
question.
Paragraph
52
in
indicates
what
the
new
kpis
will
include
and
I
think
I'd
like
to
thank
too
many's
colleagues
for
taking
on
board
the
comments
that
have
been
made
by
myself
and
others
and
board
members
about
how
the
kpi
should
be
constructed.
Because
again
it
touches
on
the
issue
of
benchmarking,
with
other
core
cities
and
and
neighboring
authorities,
and
also
put
in
some
of
the
kpis
in
a
long-term
historic
context,
so
they're
much
more
meaningful
in
terms
of
mapping
trajectories,
either
good,
bad
or
indifferent.
D
And
then
just
one
small
question
on
page
104,
relating
to
paragraph
65,
talks
about
Arrangements
being
in
place
for
the
contact
center
to
act
as
a
barometer
for
problems
of
public
are
experiencing
and
goes
on
to
say
that
performance
reports
are
made
to
direct
money
directory
management
teams
in
the
CLP.
That's
CLT,
I
think
I
think
that
information
will
be
useful
as
well
to
come
to
members
in
some
form
and
I
think
it
probably
does
from
time
to
time.
C
C
We
we
have
regular
meetings
with
key
stakeholders,
including
internal
audits,
and
we,
we
sort
of
like
to
sort
of
find
out
from
the
stakeholders
whether
there's
any
early
warnings
around
things
like
performance
and
and
risk
issues,
and
recently
we
identified
the
need
to
do
this
with
the
contact
center.
What
types
of
calls
are
coming
through
and
what
types
of
complaints
are
being
made?
Is
that
sort
of
backed
up
by
performance
results
or
are
there
any
other
areas
that
we
need
to
consider
for
monitoring
performance?
C
A
Just
on
that,
as
someone
who
used
to
work
in
a
call
center
for
many
years
before
he
was
a
counselor
yeah,
it's
interesting
that
we,
we
weren't
already
doing
that
because,
obviously
that's
a
that's
a
gold
mine
of
data
and
from
a
kind
of
corporate
kind
of
governance
perspective.
Knowing
what
your
your
customer
in
this
case,
the
citizens
of
leads
are
complaining
about,
obviously
tells
a
lot
about
our
organization
and
how
it
works.
R
In
fact,
maybe
come
in
the
Council
array.
I
think
the
probably
two
slightly
different
issues
here,
I
think
the
the
day-to-day
Arrangements
in
the
week
to
week
month
to
month
in
terms
of
between
the
contact
center
and
services
are
quite
well
embedded.
So
there
is
that
more
sort
of
you
know
dynamic
intelligence
of
what's
going
wrong
and
what's
what
calls
are
coming
in
I
think
the
additional
bit
that
is
probably
better
systematized
now
with
what
Tim's
talking
about
is
feeding
it
right
through
into
this.
R
These
broader
performance
and
risk
management,
Arrangements
so
I
think
the
it
it's
not
that
it
doesn't
happen.
I,
don't
think
in
terms
of
the
more
operational
things,
but
it's
taking
a
better
look
right.
The
way
across
the
system
and
including
with
complaints
as
well
and
I
think
there
was
a
report
on
complaints.
There
was
an
annual
report
on
complaints
last
year
that
would
have
contained
all
of
that
information.
I
can't
remember
if
it
came
to
this
board
or
strategy
and
resources,
scrutiny.
A
A
So
it's
one
thing:
having
lots
of
that
information,
lots
of
day-to-day
conversations,
I
did
it
when
I
worked
in
the
call
center,
it's
a
different
thing
when
it
actually
informs
and
changes
the
strategy
in
a
meaningful
way,
particularly
in
the
financial
situation,
where
we're
in
we're
actually
getting
ahead
of
issues
is
really
critical
because
actually
the
bottom
line
is
they
cost
money.
When
we
get
it
wrong
and
we
don't
have
money
to
waste.
A
So
is
there
not
an
interim
Arrangement
where
that
information
can
go
while
the
more
far
more
structures
are
in
place
and
if
it
is
going
up,
why?
What's
the
feedback
loop
into
the
system?
How
are
you
making
sure
that
elected
members,
for
example,
are
aware?
So
if
we're
getting
regular
complaints
through,
we
could
preempt,
we
get
lots
of
direct
contacts.
You
know
how.
How
is
that
information
be
disseminated
in
a
way
that
actually
it's
informative
to
the
structure
of
the
decision
making
of
the
council.
R
I
think
the
the
thing
I
would
say
is
it's
not
as
systematic
as
it
should
be,
and
that's
what
we'll
come
through,
but
certainly
structurian
resources
scrutiny
have
done
a
lot
of
work
on
contact
center
and
that
information
has
been
feeding
through
there,
including
things
like
the
cost
of
you
know.
Duplicate
calls
repeat,
calls
you
know
where
the
integration
between
the
back
office
and
the
front
office
isn't
effective
and
those
kind
of
issues.
A
Yeah
I
I,
don't
think
we
need
the
the
granular
detail.
We
need
to
make
sure
that
those
copper
arrangements
are
actually
functioning
and
doing
what
they're
intended
to
do
and
if
there
are
gaps.
Where
are
those
gaps
in
that
corporate
structure,
because
it's
not
just
strategy
and
resources
that
needs
of
information?
It's
all
of
the
directorates
and
it's
all
scrutiny
bars
to
make
sure
that
we're
offering
appropriate
challenges.
A
Scrutiny
and,
from
this
committee's
point
of
view,
the
fact
that
we're
admitting
that
actually
and
really
critically
important
data
mine
of
information
which
informs
our
strategy
isn't
quite
systematic
enough
is
really
concerning
for
an
authority
of
this
size
and
bearing
around
the
number
of
contacts
we
have
because
we're
actually
probably
costing
ourselves
money
in
the
time
that
actually
we
don't
I
won't
level.
The
point
anymore
I
think
was
it
councilor
Flynn
had
the
question
get
gone,
but.
L
L
There
is
a
requirement
I
think
that
probably
you
Tim
I
would
imagine
to
look
at
the
whatever
the
proposals
are
in
draft
form
to
ensure
that
we
are
getting
the
right
information
or
whatever
I
mean,
given
that
it
takes
forever
to
get
through
to
the
contact
center
on
any
number
of
days.
How
do
we
know
that?
Actually,
it's
whatever
information,
we're
getting
off
them,
is
accurate
anyway,.
C
That's
a
that's
a
good
question
and
I
would
need
to
to
discuss
that
with
the
the
members
of
staff
from
the
contact
center
before
before
answering
it
because
I
don't
know
enough
about
the
the
process
like
I
say
it's
something
we're
just
getting
into
now
in
terms
of
public
surveys.
There
are
a
range
of
other
surveys
and
consultation
engagement,
things
such
as
the
budget
survey.
C
So
we
do
get
information
from
the
public
I'm
aware
that
some
core
cities
do
a
big
Council
survey,
but
there's
a
lot
of
time
and
cost
involved
in
that,
and
it's
something
that
that
maybe
we
we
need
to
think
about
in
the
future.
But
we
do
have
the
these
sort
of
wider
surveys.
You
know
the
budget
survey
travel
survey,
Etc
so
something
we
need
to
to
sort
of
take
away.
There.
L
Yeah
we're
well
aware
of
the
of
the
budget
sort
of
to
us,
but
my
understanding
of
that
is
you
get
very
few
of
any
reactions
sorted
to
it.
It
and
survivorous
consultations
are
concerned
without
getting
into
too
much
sort
of
detail
here,
I've
seen
a
number
of
consultations
where
the
results
of
those
consultations
so
far
as
the
public
reaction
term
we're
concerned
have
not
really
been
taken
into
account.
L
We
should
be
going
out
surely
far
more
often
asking,
for
instance,
what
do
people
think
of
the
the
highways
in
this
city.
We
all
know
the
state
of
them
and
all
the
rest
of
it
yeah.
You
can't
tell
me
that
people
are
happy
with
it.
All
we're
doing
is
is,
as
Paul
said,
mining
the
information
that
we're
getting.
What
about
the
information
we're
not
getting.
C
R
Yeah,
just
to
pick
up
I
think
Individual
Services
do
do
quite
a
lot
of
service,
so,
for
example,
housing!
Well,
sorry
housing!
You
know,
as
you
say,
transport
other
services
again
and
they
those
would
be
reported
through
their
normal
routes.
What
we
could
maybe
reflect
on
is
how
we
pick
up
what
that
picture
is
as
a
whole
in
future
reports.
If
that's
helpful,.
L
It's
the
most,
it's
not
I,
don't
think
your
responsibility,
it's
the
more
strategic
approach
to
getting
this
information
I'm
talking
about
rather
than
getting
what
what's
already
there
and
I
think
that's
a
matter
for
individual
directorates
to
do
all
you're
doing
presumably
the
end
of
it
is
collating
all
this
information.
So
it's
a
strategic
response,
I
think
I'm
after.
A
Just
as
a
quick
follow-up
on
that
one
I,
what
concert
has
been
again,
this
is
from
kind
of
from
a
gun
and
perspective.
Is
that
basically,
each
directorate
seems
to
be
doing
their
own
thing
and
actually,
if
you're,
collating
information
to
have
a
strategic
Viewpoint
of
it
and
then
to
try
to
feed
it
to
senior
leadership
team,
so
exec,
Bard
and
you're
spending
a
lot
of
time.
They
do
it
this
way.
They
do
it
that
way.
A
R
It's
a
bit
of
a
mixture.
There
is
a
framework
of
consultation
engagement,
there's
a
small
team,
corporately,
quite
a
very
small
team,
but
that
is
pretty
expert
on
how
to
do
consultations.
They,
for
example,
do
the
budget
consultation
and
you
know
lots
of
the
staff
survey
and
and
do
also
do
all
the
service
consultations.
What
we
haven't
done
for
quite
a
few
years
is
that
kind
of
more
as
a
whole.
R
What
do
the
public
think
about
the
the
council
in
the
way
that
we
used
to
be
statutorily
required
to
and
I
think
it
is
probably
something
we
should
consider?
It's
probably
a
resource
and
capacity
issue
as
to
whether
or
not
it's
affordable,
but
it
is
probably
something
we
should
have
on
our
list
to
do,
and
the
other
thing
I'd
quite
like
to
be
was
to
be
better
at
is
having
a
clearer
timetable
for
what
we
are
Consulting
on
and
when
so
that
we
had
a
bit
more
coherence.
A
So
it's
pretty
much
farming
out
to
the
directors
in
the
Departments
and
see
what
information
they
can
get
are
we
assured
that
they
are
consistently
doing
it
with
the
methodology
we
would
expect
in
a
way
that
is
actually
a
approachable
to
members
of
the
public,
be
approachable
to
elected
members,
because
sometimes
I
look
at
some
of
our
consultations
in
the
Peter
complete.
That's,
not
really.
A
consultation
and
C
are
actually
done
in
a
systematic
way,
so
that
actually
doesn't
matter
where
you
are
in
the
council.
A
Someone
can
because
someone
could
come
in
with
no
idea
and
say
they
do.
This
is
how
the
council
does
consultation,
not
just
at
a
corporate
level
at
a
senior
level
where
we
do
the
big
ones
like
the
budget
or
the
transport,
but
all
the
way
down
to
the
to
the
lowest
levels
of
the
council.
So
there
is
consistency
in
the
structure
of
how
we
consult
and
and
if
we're
not
doing
that,
why
we're
not
doing
that.
R
I
think
it
would
be
difficult
to
give
a
categoric
Assurance
about
that.
To
be
honest,
just
because
of
the
range
of
services
that
we
deliver-
and
you
know
there
will
be-
there
is
exactly
as
you
described
there
is
a
mixture
of
you
know
very
strategic,
big
city,
stuff
right
down
to
around
individual
buildings
or
individual
cohorts
of
people.
That
I
think
it
is
quite
different.
It
would
be
take
quite
a
significant
overhead,
I
think
to
kind
of
manage
and
be
sure
I
think.
R
The
main
thing
we
can
do
is
try
and
share
best
practice,
and
you
know:
there's
lots
of
groups
groups
that
will
talk
about
this,
and
you
know
people
do
know
where
to
ring
for
advice
in
terms
of
things
like
sampling
and
how
best
to
undertake
that.
But
it
would
be
very
hard
to
give
a
categoric
assurance
and
I
think
it
would
take
quite
a
lot
of
capacity
to
manage
and
being
truthful.
R
A
L
A
Yeah
yeah
we'll
look
at
the
schedule
that
and
see
how
we
get
that
without
obviously
being
two
business
and
I
think
having
having
eyesight
over
it,
because
it
it's
as
a
counselor
that
likes
to
communicate.
We
need
to
make
sure
that
we're
communicating
in
a
consistent
and
systematic
way
right
any
other
questions
on
that
and
you
have
commenced.
No
sorry,
we
consulted
that
one.
Today
there
we
go.
Sorry,
apologies
bad
joke
there.
So
right!
A
Moving
on
to
the
recommendation,
does
the
committee
agree
the
recommendations
set
out
in
the
report
to
receive
the
report
and
the
tax
appendix
one
as
together
providing
key
forms
of
assurance
of
the
robustness
of
the
authorities?
Car
Performance,
Management
Arrangement
I'll
take
silence
as
a
yes
Council
Flint.
A
C
All
right
good
morning
again,
so
this
is
our
risk
and
resilience
reports,
and
this
is
a
new
term
that
we've
used
to
pick
up
on
the
three
interrelated
areas
of
risk
management,
emergency
planning
and
business
continuity
management,
and
rather
than
report
them
separately.
We
thought
we'd
put
together
a
sort
of
a
joined
up
report
which
reflects
how
we
report
to
director
management
teams.
There's
been
a
lot
of
joint
working
this
year
between
Leon's
emergency
planning,
team
and
myself
on
the
risk
management
and
resilience
Arrangements.
C
As
reflected
in
the
report.
We
now
do
a
single
report
to
each
of
the
direct
management
teams,
every
quarter
that
picks
upon
what
they
need
to
be
aware
of.
In
terms
of
those
three
interrelated
areas.
We've
attended
an
awful
lot
of
exercises,
ones
that
we've
run
internally,
but
also
ones
run
by
the
local
resilience
Forum,
which
is
the
sort
of
the
West
Yorkshire
Regional
body
for
looking
after
risk
and
resilience
Arrangements,
which
is
attended
by
other
local
authors
authorities,
blue
light,
Services
Etc.
C
C
We
still
update
the
corporate
risk
register
and
report
that
to
corporate
leadership
team
every
quarter,
as
well
as
to
Executive
Board
during
the
summer,
so
these
Arrangements
again
are
sort
of
constantly
evolving,
as
we
constantly
make
sure
that
they're
up
to
date
and
reflect
best
practice,
Leanne
might
want
to
say
a
few
words
around
emergency
planning,
which
is
a
new
area
that
we've
reported
to
this.
This
committee.
J
Thank
you,
Tim
thanks,
Jeff
yeah.
So
as
as
the
cover
report
suggests,
we've
made
some
significant
changes
over
the
last
two
years
and
the
teams
are
progressing
well.
Tim's
team
and
my
team
with
a
more
joined
approach
across
risk
and
resilience
appendix
one
of
the
report,
focuses
on
emergency
planning
more
on
the
altered
approach
that
we've
taken
over
the
last
two
years
and
that's
to
just
cover
those.
L
Yes,
thanks
very
much
it's
about
emergency
planning,
I,
don't
think
we
need
any
reminders
about
what
happened
at
Manchester
Arena,
and
there
had
been
a
a
liaison
meeting
very
shortly
before
that
that
that
explosion
took
place
almost
invariably
after
any
kind
of
an
emergency.
There
are
issues
around
poor
Communications
between
all
of
the
various
sort
of
agencies
involved
and
I,
appreciate
we're
just
the
council
and
there's
a
you
know
three
other.
You
know
full
of
emergency
sort
of
services.
L
I
just
wanted
to
be
assured
that
you're
happy
that
whatever
arrangements
are
in
place
at
the
moment
regarding
a
terrorists
into
something
along.
Those
lines
are
in
keeping
with
what
should
happen
rather
than
what
we
think
should
happen,
particularly
with
regards
to
Communications
between
all
the
the
various
bodies
involved
and
I'd
like
an
absolute
Assurance
on
that.
If
not
today,
then
subsequently.
J
Thank
you
councilor.
Yes,
there's
been
a
number
of
reports
and
exercises
that
happened
after
that
instant,
namely
the
kerslake
report
and
a
number
of
actions
that
were
highlighted
through
that
report.
That
has
been
looked
at
across
all
of
those
category,
one
responders
under
the
Civil
contingencies,
act
in
West,
Yorkshire
and
we've
had
high-level
exercises.
J
R
Just
to
add
and
I
sit
on
the
West
Yorkshire
resilience
Forum,
which
is
where
all
the
category
1
responders
and
indeed
Category
2
responders
sit,
and
just
last
week
we
had
a
no
notice
exercise
call
out.
So
you
know
we
get
a
text
message
and
an
email
to
say
we're
having
a
no.
It
is
an
exercise,
but
a
no
notice
call
out
quarter
past
nine
jump
on
the
call.
R
This
one
was
simulated
to
do
with
power
outage
because
obviously
that's
topical
at
the
moment
and
and
I
our
systems,
all
worked
internally
in
terms
of
I,
was
able
to
join
the
call.
No
problem.
I
was
able
to
get
advice
from
the
team
if
I
needed
it,
and
everybody
was
on
that
call.
You
know
well
particularly
police
fire,
Health
ourselves,
Yorkshire
ambulance,
the
power
companies
Etc,
so
I
feel
I
can
give
a
you
know
quite
a
live
assurance
that
if
something
happens,
then
those
arrangements
do
kick
in
well.
I.
R
Think
just
to
add
to
that
within
the
the
city
we
do
have
quite
good
relationships
or
very
good
relationships
within
C
with
senior
colleagues,
particularly
across
kind
of
fire
police
Health,
and
we
have
an
informal
approach.
I
guess
that
complements
the
very
formal
approach
with
you
know,
just
those
arrangements
where
people
will
just
ring
the
police
would
ring
us.
You
know
to
make
sure
that
we
know
there's
something
happening
in
the
city.
L
R
In
the
first
instance,
it
would
go
through
to
the
emergency
planning
office
at
Encore
in
Leanne's
team,
and
we
always
have
a
member
of
corporate
leadership.
Team
is
always
a
director
on
call
24
7.
every
day
of
the
week,
and
the
emergency
planning
officer
would
make
a
judgment
about
that.
The
nature
of
that
call
is
it.
Is
it
going
to
be
a
major
incident?
If
so,
who
would
be
in
touch
with
the
CLT
director
on
call?
R
If
it
was
something
major
to
be
honest,
things
would
happen
faster
than
that
I'd
be
involved
and
Tom
would
be
involved
and
we'd
be
calling
a
gold
meeting
straight
away
either.
You
know
single
agency
or
multi-agency
very
much
depending
on
the
nature
of
the
incident.
So
if
it
was
a
you
know
a
terror
attack,
it
would
be
police-led
something
more.
A
Just
a
really
quick
question,
so
I
guess
talking
about
feedback
loops,
because,
obviously,
if
there's
a
major,
interesting
you're
dealing
with
it,
then
what
is?
What
is
the
process
of
feedback?
So
say
a
new
vulnerability
is
identified,
for
which
you
have
to
create
a
an
Emergency
plan
and
resilience
plan.
How
does
that
then
feedback
grow
into
the
decision
making
of
the
Council
post,
emergency
or
post
risk
being
identified
to
then
actually
start
to
systematically
see
if
we
can
build
out
some
of
those
vulnerabilities
and
build
in
resilience?
R
Yes,
I
would
say
there
is
and
that
that
is
probably
described
a
little
bit
in
the
report,
but
just
to
bring
it
to
life
a
bit
there's
a
whole
set
of
national
risk
assessment,
an
error
on
our
array,
a
big
you
know
thing
that
happens
at
government
level.
That's
constantly
well
periodically
updated
with
what
those
risks
are.
There's
one
of
those
at
a
West
Yorkshire
level,
we're
very
involved
in
that
informing
from
a
local
perspective
as
well,
so
proper
power
outages.
R
This
may
be
the
best
example
at
the
moment
where
you
know
that,
then
that's
been
linking
into
what
our
business
continuity
plans
are.
You
know,
so
a
real
good
example
is,
as
Leanne's
just
said,
we've
got
everything
on
a
team's
Channel,
which
is
good,
but
then,
if
there's
a
power
outage,
you
know
you've
kind
of
got
to
then
test
your
resilience
to
make
sure
that
you've
still
got
business.
R
Continuity
with
that
and
also
feeding
into
things
like
the
work
that
poly
leads
on
Cloud
on
energy,
a
use
of
energy
and
energy
reduction
and
and
how
you
can
spread
your
risk.
That
kind
of
thing.
So
it's
quite
a
live.
Dynamic
feedback
loop-
that's
in
there
and
I-
think
it
probably
does
get
reported
through
this.
This
approach
that
you've
got
here.
If
that
makes
sense.
A
I
just
want
to
find
a
quick
question,
I
suppose
it's
you
might
call
it
War
gaming.
So
something
systematically
does
happen.
Let's
say
the
power
goes
out.
What
how
far
down
does
does
the
exercise
go
as
it
were
to
to
make
sure
the
business
continuity
Works?
Do
we
just
do
it
at
a
senior
leadership
level?
Do
we
do
it's
like
down
to
Middle?
A
Do
we
do
it
all
the
way
down
to
so,
for
example,
do
we
do
an
emergency
situation
kind
of
trial
say
with
a
contact
center
and
we
Trail
the
contact
center
going
down
and
how
they
would
respond
and
stuff
like
that?
How
far
does
that
go
down
so
that
actually
front
line
staff
hours
prepared
as
middle
and
Senior
Management.
R
Is
probably
a
mixed
bag
and
it
covered
has
impacted
on
the
nature
of
that
exercising
and
training?
There's.
No
doubt
we
used
to
do
much
more
in-person
exercising
you
know,
like
you
know,
we've
done
flooding
and
other
things,
for
example
in
the
banks
in
Hall,
where
we've
had
lots
of
offices
from
all
grades
attending
to
to
test
that
but
locally,
we
do
expect
people
to
test
their
business
continuity
Arrangements,
because
we
can't
test
those
because
they
are
by
Nature
local
and
need
to
work.
For
that
particular
service
area.
R
A
I
I
want
final,
quick
follow-on,
bearing
in
mind
elected
members
tend
to
win.
Anything
goes
wrong.
They
tend
to
get
residents
on
the
phone
at.
What
point
is:
is
that
also
tested
with
elected
members
and
their
Readiness
to
engage
in
that
process
and
make
sure
they
direct
to
the
right
people,
provide
the
right
information
and
do
the
right
thing
at
the
right
time,
because
I
think,
probably
all
elected
members
will
know
anything
goes
wrong
in
the
world.
Some
people
go
to
the
right
channel.
A
R
R
You
know
we
try
through
the
member
updates
to
you,
know
push
information,
for
example,
about
flooding
or
you
know
the
emergency,
the
out
of
hours
numbers,
and
you
know,
we've
put
information
in
there
about
power,
outages
and
but
yeah.
We
would
love
for
it
to
be
more
prominent
in
people's
minds,
not
just
when
an
incident
happens.
J
A
I
But
funnily
enough,
that
was
one
of
the
things.
I
was
just
about
to
say
that
upon
an
election
or
re-election,
I
think
that
that
is
a
something
fundamental
to
a
councilor's
role,
that
they
are
fully
inducted
into
the
emergency
process
and
that's
something
I
was
about
to
say:
can
we
sort
of
find
some
way
of
of
doing
that
because
you
know
there
are
times
when,
like
if
a
River's
flooding
well?
Who
who
do
you
contact?
We've
got
residents
saying
our
basements
flooded?
Where
do
we
ring?
Who
do
we
contact?
I
And
it
may
be
something
that,
although
it's
the
start
of
an
outbreak
or
an
emergency
issue
that
you're
not
currently
aware
of
because
of
the
localized
nature
of
it?
So
that
was
one
thing.
So
it's
good
to
hear-
and
I
would
support
that
you
were
saying
about
when
you
were
looking
at
resilience
going
down
through
other
departments
and
that
that
you
can't
control
that,
but
are
the
processes
in
place
for
them
to
follow
and
do
you
review
those
processes?
I
think
is
important.
I
So
even
if
you're
not
doing
them
yourself
and
I'm
getting
some
nods
so
I'll.
Take
that
as
a
yes
for
that,
so
that's
that's
good!
You
don't
need
to
to
answer
that.
There
was
one
other
question
which
I
don't
think
I'm
going
to
remember
now.
So
if
I
remember
in
the
next
few
seconds,
I'll
ask
you:
if
not
that's
fine
thanks.
O
As
just
recent
this
discussion,
we
just
had
a
few
seconds
ago,
I
asked
recently.
If
the
authority
had
access
to
radiation
monitors,
for
example,
it
didn't
seem
to
be
getting
a
very
satisfactory
answer.
I
get
the
pressure.
The
answer
is
no
and
in
the
light
of
recent
events
in
in
Ukraine
and
so
forth,
seems
to
be
having
a
decent
issue
of
radiation.
Monitors
might
be
quite
a
sensible
thing
to
do,
and
likewise,
suppliers
of
clean,
fresh
water
and
tint
food
I
don't
want
to
raise
alarm,
but
in
fact
you
know.
O
J
Thank
you,
councilor
I
do
recall
the
the
query
that
you
asked
of
the
team
with
regardation
monitors
and
you
we
correct.
We
don't
have
radiation
monitors,
but
with
regard
to
clean
and
fresh
drinking
water
and
tinned
food
and
access
to
those,
we
have
worn
an
informing
information
available
on
the
internet
to
Residents
and
people
of
Leeds
to
prepare
a
household
emergency
plan.
H
Thank
you
so
I'm
really
pleased
to
talking
about
power
outages
because
that's
one
of
the
things
I
wanted
to
bring
up
today,
if
that's
okay
and
it
from
a
risk,
management,
resilience
and
business
continuity
perspective,
and
it
touches
on
some
of
the
points
that
you're
making
about
he
got.
You
know
fresh
water
subject
close
to
my
heart
and
tinfield,
for
example,
since
covid
and
we've
had
people
working
for
colleagues
working
from
home
and
they
will
need
to
test
their
individual
resilience.
Should
a
power
outage
occur
in
their
area.
H
I'm
assuming,
but
I
might
be,
assuming
wrongly,
that
you've
got
that
in
your
resilience
plans
in
your
business
continuity
plans
and
to
the
point
someone
said
earlier,
I
fully
appreciate
as
a
central
system.
It's
difficult
for
you
to
provide
assurance
that
individuals
working
at
home
level
are
doing
all
of
what
you
would
expect
them
to
do.
But
is
there
something
that
you
can
collate
centrally
to
get
your
your
assurance
and
then
satisfy
us
that
that
that
you
are
doing
the
second
line
check?
H
Are
you
you
know
and
asking
people
to
confirm
to
ourselves
that
departments
have
put
all
these
things
in
place,
because
these
you
know
it's
another
covert?
Isn't
it
it's
something
that
we
don't
expect
to
happen,
but
if
it
does
and
if
it
you
know,
it's
not
going
to
happen
very
often,
but
if
it
does,
it
could
have
a
big
impact,
particularly
where
we've
got
people
working
from
home.
J
J
J
Would
they
stay
at
home,
working
with
our
colleagues
within
HR
to
build
a
policy
around
flexi
time
or
stuff
in
time,
and
that
kind
of
thing
and
we've
been
doing
some
exercises
as
well
just
last
week
and
actually
tomorrow,
we've
got
another
exercise
with
home
care
providers,
so
we're
working
already
within
the
directorates
that
have
the
need
to
put
measures
in
place
for
this
particular
type
of
risk.
Anything
you
want
to
understand.
C
Just
just
to
add
to
what
Leanne's
been
saying:
yes,
lots
of
work
with
the
local
resilience.
Forum
in
fact,
we're
all
getting
together
on
Wednesday
this
week
to
progress
that
work
on
how
the
regional
power
outage
plan
would
would
work,
but
also
the
workshop
that
we
delivered
last
week
was
with
adult
social
Care,
Home,
Care
Providers
and
we've
we've
initial
feedback
from
that
was
really
positive.
C
You
know
getting
them
to
update
their
business
continuity
plans,
there's
a
whole
load
of
things
that
you
don't
really
think
about
until
you
collectively
get
together
and
start
talking
about
it,
and
the
one
that
we
have
tomorrow
is
sorry.
The
one
that
was
last
week
was
Care
Home
providers.
The
one
that
we've
got
scheduled
for
tomorrow
is
on
home
care.
So
a
slightly
different
aspect.
C
S
Thank
you,
chair,
I,
think
one
of
the
biggest
challenges
we
have
in
terms
of
risk
management
is
around
the
budget
on
our
own
ongoing
lack
of
resource,
which,
obviously,
in
terms
of
claims,
leaves
us
greater
exposed
delays
in
work
being
completed,
kind
of
impacts
on
property
damage,
claims,
injury,
Health
claims,
so
I
was
just
wondering
with
this
in
mind.
Obviously,
we're
probably
open
to
more
claims
going
forward.
S
It's
a
work
being
done
to
actually
risk
assess,
as
well
as
in
terms
of
work
programs
to
to
prioritize
those
where
there
is
greater
exposure
and
risk
to
us
as
an
authority,
and
are
we
also
looking
at
our
third
party
providers
in
terms
of
their
actions
and
their
risk
management?
In
terms
of
claims,
do
we
have
more
control
over
those
to
reduce
our
exposure
as
a
council,
whether
in
terms
of
our
claim
reserves,
which
it
then
again
impacts
on
budget
and
the
money
we
have?
S
I
think
it's
just
terms
in
general
exposure
because
of
this
obviously
an
amount
of
money,
that's
put
to
one
side
for
claims
against
a
council
and
if
that's
getting
bigger
and
bigger,
that
means
that's
less
money
to
spend
elsewhere.
So
it's
just
kind
of
really
sort
of
knuckling
down
on
on
what
we
can
in
terms
of
our
exposure
to
to
risk
and
claims
against
the
authority.
If.
R
Yeah
I'm
more
confident
in
terms
of
the
Financial
Risk,
more
broadly
I,
think
we've
document
those
really
well
and
that
it
the
insurance
one
I'm
less
confident
to
answer
myself.
I
know
there
are
really
good
links,
but
I
couldn't
tell
you
what
has
been.
You
know
whether
any
additional
allowances
being
made.
But
if
we
can
come
back
to
you.
A
This
is
a
really
quick
follow-on
from
a
risk
perspective.
Are
we
banking
for
known
unknowns
and
unknown
unknowns
in
the
sense
of
actually
you've
got
your
risk
of
what
you
think
is
going
to
happen,
but
actually
do
you
actually
have
an
additional
pot
of
risk,
which
was
we
have
no
idea
what's
about
to
happen
and
we
might
need
some
cash
there
just
in
case
but
I'll.
Let
Finance
colleagues
come
back
with
that
known
unknowns
and
unknown
unknowns.
R
From
a
risk
perspective,
I
think
because
we've
got
the
national
risk
assessment
as
as
many
unknown
unknowns
probably
are
in
there,
because
you
know
that
is
a
governmental
level.
You
know
it's
all
password
protected,
you
can't
get
into
it
and
that
kind
of
thing.
So,
from
that
perspective
and
I
guess,
the
answer
around
the
money
would
be
our
reserves
and
and
contingency.
F
You'd
be
right,
there
is
in
terms
of
the
both
the
general
fund
account
and
the
housing
revenue
account.
We
do
make
an
assessment
in
preparations
accounts
in
terms
of
any
contingency.
You
need
to
provide
or
put
any
specific
provision
and
part
of
the
process
we
have
in
place,
which
is
being
sort
of
detailed
in
sort
of
the
arrangements
of
outline
today
is
to
consider
them
on
on
a
regular
basis.
F
So,
for
instance,
it
goes
sort
of
an
Integrity
form,
an
internal
one,
on
a
sort
of
quarterly
basis,
and
obviously
at
year
end,
and
we
review
that
position
again.
That
will
be
considered
by
our
external
Auditors
as
well.
In
terms
of
insurance,
I've
got
my
I,
don't
feel
fully
qualified
to
comment
on
that
in
terms
of
what
their
processes
are
to
deal
with
unknowns
and
knowns
and
how
that's
sort
of
feeding
through
but
I,
think
it'll
be
useful
to
be
produced.
A
sort
of
note
to
members
in
respect
of
that.
I
You,
no
that's
fine,
actually,
yeah
bulk
of
the
other
bit
I
was
so
organized
was
the
us
there
and
it
was
about
homework,
because,
obviously
we
see
a
lot
more
homework.
I'm
assuming
you
can
I'm
sure
you'll
confirm
that
the
main
team
are
actually
based
somewhere
sort
of
like
in
a
safe
house
where,
where
you
know,
there's
a
guaranteed
electricity
Supply
with
a
sort
of
generator,
backup
and
I
was
also
reassured
when
you
were
saying
about
the
contacts.
I
Were
the
person
on
duty,
not
a
specific
person,
because
obviously,
if
somebody's
off
our
you
know
out
running
or
something
may
may
not
be
contactable
so
there's
like
a
hub
where
it
all
takes
place,
and
is
there
anything
that
takes
place
outside
of
that
Hub
like
for
home
working
and
what?
If
there
is?
How
is
that
dealt
with
for
things
like
emergency
power
and
things
like
that.
J
So
we're
not
strictly
only
reporting
to
that
one
Center
that
we've
got
in
in
the
town
hall
and
we
can
go
to
to
other
other
sites
and
we're
working
with
facilities
management
at
the
moment
to
identify
a
list
of
them
that
we
can
pick
from.
Obviously,
if
there's
incidents
that
happen,
those
could
impact
where
we
report
to
and
where
we
work
from
so
having
a
pool
of
buildings
that
we
can
go
to
would
be
more
more
resilient.
I
That
was
actually
my
supplementary
to
say
that
you
know
if
you
just
got
the
one
Hub,
what
happens
if
that
Hub
is
attacked
or
whatever
or
if
the
public
are
aware
of
it
and
they
decide
to
you
know:
there's
a
terrorist
group
that
take
out
that
Hub
what
happens
and,
of
course,
if
you've
got
all
your
stuff
in
that
one
Hub.
What
happens?
I
Who
then
takes
over
from
the
secondary
place
and
if
you've
got
people
I'm
talking
about
a
really
sort
of
catastrophic
series
of
events
where
you've
had
an
attack,
the
mobile
phone
networks
are
down
or
something
like
that
or
the
power's
been
taken
out
of
the
city.
How
do
you
respond
to
that,
or
is
that
just
too
catastrophic
to
be
able
to
respond
to.
J
We
we
have
thought
about
all
of
those
different
types
of
options
that
would
come
into
play
with
resilient.
Telecommunications
is
one
aspect
that
we
have
identified.
We've
got
the
use
of
airwave
radios
within
West,
Yorkshire
police
that
our
offices
are
trained
on
using.
We
did
have
a
satellite
phone,
but
we
we
haven't
anymore,
but
we
can
report
to
West.
J
Yorkshire
police
yes
come
on,
but
we
could
we,
we
can
report
into
the
West
Yorkshire
Police
Headquarters
and
we've
got
the
use
of
their
satellite
phones,
which
are
maintained.
They
use
on
a
more
regular
basis
and
the
cost
impact
obviously
is
then
absorbed
better
within
that
Authority.
Because
of
the
frequency
of
use.
J
There
are
groups
within
the
West
Yorkshire
resilience
Forum
identified,
so
we've
got
a
resilient
telecommunications
group.
We've
got
all
of
those
risk
areas,
a
group
tasked
with
looking
at
the
plans
that
they
need
to
write
mitigation
measures
that
need
to
be
thought
about
work
programs
that
need
to
be
put
in
place
to
ensure
that
we've
got
that
that
robustness
built
into
business
as
usual
and
then
Emergency
Management
response.
A
Any
other
questions
or
comments
from
members.
Okay,
moving
on
to
the
recommendation
then
do
the
committee
agree
with
the
recommendation.
Is
that
out
in
the
report
to
receive
the
annual
report
on
the
council's
risk
and
resilience
arrangements
and
no
assurances
in
support
of
their
next
annual
governance
statement?
I'll
take
silence
as
a
yes
moving
on
then
item
number
13.
What
program.
N
A
Any
questions
or
comments
no
for
going
on
to
the
recommendation.
Does
the
committee
agree
with
recommendation
set
on
the
report
to
consider
and
improve
the
work
program
and
meeting
dates
at
appendix
a
I'll
take
Silence
of
DS
and
so
the
final
item?
The
next
meeting
is
planned
to
take
place
at
10
A.M
on
Monday,
the
6th
of
February
2023
have
a
merry
Christmas
and
a
happy
New
Year.
Thank
you.
Everyone.